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Operations and Supply Chain Management > Section 2: Key Terms > Flashcards

Section 2: Key Terms Flashcards

1
Q

{Blank} is a process by which a company compares its performance to the performance of other companies that need not be competitors or be within the same industry. The purpose of benchmarking is to set a standard based on the company that is recognized as the best at a certain activity.

A

Benchmarking

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2
Q

{Blank} show the impact of various inputs on the result of a process, which helps organizations isolate the root causes of problems, such as bottlenecks in their processes.

A

Cause and Effect Diagrams

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3
Q

{Blank} are the means used to record data points in real-time at the site where the data is generated.

A

Check sheets

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4
Q

{Blank} between a supplier and a client is basically the uniform trust each side has for the other.

A

Commercial trust

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5
Q

{Blank} is the philosophy of continuously seeking ways to improve a process.

A

Continuous process improvement

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6
Q

{Blank} are graphical depictions of process output where the raw data is plotted in real-time within upper (UCL) and lower control limits (LCL).

A

Control charts

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7
Q

{Blank} is a method that allows organizations to determine the costs associated with producing and maintaining quality products.

A

Costs of Quality

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8
Q

Costs of Quality

{Blank} costs are those associated with defects found before the product reaches the customer.

A

Internal failure

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9
Q

Costs of Quality

External failure costs are incurred after a product has reached the customer.

A

External failure costs are incurred after a product has reached the customer.

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10
Q

Costs of Quality

{Blank} are the costs incurred to measure quality, assess customer satisfaction, and inspect and test products.

A

Appraisal costs

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11
Q

Costs of Quality

{Blank} result from activities designed to prevent defects from occurring.

A

Prevention costs

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12
Q

{Blank} emphasizes that products should be designed so they are simple and inexpensive to produce.

A

Design for manufacture and assembly (DFMA)

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13
Q

{Blank} process is used specifically for new products or processes, and it is also known as design for Six Sigma (DFSS) with five steps summarized as define, measure, analyze, design, and verify.

A

DMADV

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14
Q

{Blank} is a Six Sigma process that follows five steps: define, measure, analyze, improve, and control.

A

DMAIC

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15
Q

DMAIC

The Six Sigma expert uses a project charter to define a problem or an improvement opportunity and can also involve the voice of the customer or VOC.

A

Define

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16
Q

DMAIC

Measuring current or as-is process performance is accomplished with a process map of the activities performed at each step of the process.

A

Measure

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17
Q

DMAIC

Charts and diagrams are used to visualize the measurements and the frequency of problems or defects, including scatterplots, Pareto charts, histograms, and run charts to determine the root causes of variation in the process that result in failures or defects.

A

Analyze

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18
Q

DMAIC

The current process is changed by addressing the root causes identified in the analysis stage to improve process performance through a control plan to document the requirements to reduce process variation.

A

Improve

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19
Q

DMAIC

Maintaining and standardizing the improved performance is the final step of the DMAIC methodology.

A

Control

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20
Q

DMAIC

{Blank} is the act of putting a standardized procedure into writing.

A

Documentation

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21
Q

{Blank} involves employees in every step—from product design to process design and system design.

A

Employee empowerment

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22
Q

{Blank} emphasizes the importance of training employees to use the tools of statistical process control.

A

Employee training

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23
Q

{Blank} are customers outside a company.

A

External customers

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24
Q

{Blank} is the “fitness for use” for the customer or the capacity to satisfy the customer’s needs.

A

External orientation of quality

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25
Q

{Blank} is a diagram depicting a process, a system, or a computer algorithm. Provides a breakdown of the essential steps to solving the problem.

A

Flow Chart

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26
Q

{Blank} in which customers are contacted to discuss their wants, needs, and expectations.

A

Focus groups

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27
Q

{Blank} allows the customers to define whether or not products are high quality. A customer can be anyone, whether inside or outside an organization, who receives the output from an activity or process.

A

Focus on the customer

28
Q

{Blank} is also very useful when building commitment to the selected alternative.

A

Group decision-making

29
Q

{Blank} will demonstrate the frequency of data observations within a preset range of values.

A

Histogram

30
Q

{Blank} is an assessment of the quality of the good or service.

A

Inspection

31
Q

{Blank} are outputs from another functional area inside the organization.

A

Internal customers

32
Q

{Blank} directly measures characteristics of the product or service, such as the number of packages delivered on time or the thickness of an engine part based on the manufacturer’s specification.

A

Internal orientation of quality

33
Q

{Blank} represents data values in descending order to visualize the most frequent occurrences.

A

Pareto chart

34
Q

{Blank} embodies the philosophy of continuous improvement as the cycle is repeated over and over without end.

A

Plan-Do-Check-Act Cycle

35
Q

Plan-Do-Check-Act Cycle

Before making any changes, make sure everything is documented and standardized. Use appropriate tools to identify problems or opportunities for improvement. Develop a plan to make changes.

A

Plan

36
Q

Plan-Do-Check-Act Cycle

Implement the plan and document any changes made.

A

Do

37
Q

Plan-Do-Check-Act Cycle

Analyze the revised process to determine if goals have been achieved.

A

Check

38
Q

Plan-Do-Check-Act Cycle

If the goals have been achieved, then standardize and document the changes. Communicate the results to others that could benefit from similar changes. If the goals have not been achieved, determine why not and proceed accordingly.

A

Act

39
Q

{Blank} is a concise verbal statement of the problem under study.

A

Problem statement

40
Q

This is how the product, either a good or a service, functions.

A

Product Design

41
Q

This is how the product, either a good or service, is produced.

A

Process Design

42
Q

This is the performance of the plan created in the product and process design.

A

Process Performance

43
Q

{Blank} is the extent to which the product successfully serves the purposes of the user during usage.

A

Product quality

44
Q

{Blank} is the degree to which a specific product conforms to its design characteristics or specifications. Today, most companies define quality as consistently meeting or exceeding the customer’s needs and expectations.

A

Quality

45
Q

{Blank} focuses on factors critical in determining quality because they design and build the product.

A

Quality of Goods

46
Q

Quality of Goods

The primary operating characteristics of a product.

A

Performance

47
Q

Quality of Goods

The secondary characteristics that supplement the product’s basic functioning.

A

Features

48
Q

Quality of Goods

The length of time a product will function before it fails or the probability it will function for a stated period of time.

A

Reliability

49
Q

Quality of Goods

The degree to which a product’s design and operating characteristics match pre-established standards.

A

Conformance

50
Q

Quality of Goods

The ability of a product to function when subjected to hard and frequent use.

A

Durability

51
Q

Quality of Goods

The speed, courtesy, and competence of repair.

A

Serviceability

52
Q

Quality of Goods

How a product looks, feels, sounds, tastes, or smells.

A

Aesthetics

53
Q

Quality of Goods

The image, advertising, or brand name of a product.

A

Perceived quality

54
Q

{Blank} displays data as a relationship between two variables.

A

Scatter plot

55
Q

{Blank} refers to when organizations seek to know more about their suppliers’ satisfaction with working with them as well as the suppliers’ capabilities.

A

Service Performance

56
Q

{Blank} focuses on five dimensions of quality used by customers to judge service quality.

A

Service Quality

57
Q

Service Quality

The ability to perform the promised service dependably and accurately.

A

Service Reliability

58
Q

Service Quality

The willingness to help customers and provide prompt service.

A

Responsiveness

59
Q

Service Quality

The knowledge and courtesy of employees and their ability to convey trust and confidence.

A

Assurance

60
Q

Service Quality

The provision of caring, individualized attention to customers.

A

Empathy

61
Q

Service Quality

The appearance of physical facilities, equipment, personnel, and communication materials, including the access and effectiveness of internet-based information.

A

Tangibles

62
Q

{Blank} is a collection of ideas and programs intended to improve the quality of a service or a good by using tools that identify the root cause of the defects to produce error-free products., specifically 3.4 defects per 1 million units.

A

Six Sigma

63
Q

{Blank} involves developing a preset procedure for performing an activity or job.

A

Standardization

64
Q

{Blank} is the use of statistical methods to determine when a process that produces a good or service is getting close to producing an unacceptable level of defects.

A

Statistical process control (SPC)

65
Q

{Blank} is utilizing team efforts to problem-solve, allowing for different viewpoints and enabling the team members to split the workload and brainstorm possible solutions with one another.

A

Team Problem-Solving

66
Q

{Blank} is an approach to quality management that originated in Japan and was adopted successfully by many companies throughout the world.

A

Total quality management (TQM)

Operations and Supply Chain Management (10 decks)

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